A Framework Exploring the Effects of the Machiavellian Disposition on the Relationship Between Motivation and Influence Tactics

Reimers, Jennifer Moss; Barbuto, John E.

doi:10.1177/107179190200900203

Cited by 17 publications

(17 citation statements)

References 45 publications

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“…Thus, based on the results of Study 1, where those high versus low in Machiavellianism exhibit lower ToM skills, and from Study 2, where those high versus low in Machiavellianism are more sensitive to affective content communicated subtly by others, especially negative affect, we predict that those high versus low in Machiavellianism will conduct more OCB-Os because their relative disadvantage in ToM skills should not be a factor; whereas their relative advantage in emotional resonance should make them sensitive to expectations of supervisors conveyed affectively and thus more likely to commit OCB-Os, which are more visible than OCB-Is to managers. Moreover, Machiavellians are known to be high in the use of ingratiation and impression management tactics, which participation in OCB-Os should engender and facilitate (e.g., Bolino & Turnley, 2003;liden & Mitchell, 1988;Reimers & Barbuto, 2002;Zin et al, 2011). likewise, OCB-Os are especially under control of extrinsic motivation, to which Machiavellians seem especially prone (e.g., Deci & Ryan, 2009).…”

Section: Hypothesesmentioning

confidence: 99%

Theory of Mind and Empathic Explanations of Machiavellianism

Bagozzi

Verbeke

Dietvorst³

et al. 2013

Journal of Management

165

133

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Section: Hypothesesmentioning

confidence: 99%

Theory of Mind and Empathic Explanations of Machiavellianism

Bagozzi

Verbeke

Dietvorst³

et al. 2013

Journal of Management

165

133

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“…Several scholars have reported high Machiavellians as being particularly goal oriented: motivated to succeed (Reimers and Barbuto, 2002), showing a strong commitment to self-set goals (Huber and Neale, 1986), and willing to use their influence over others to achieve their goals (Lau and Shaffer, 1999).…”

Section: Personalitymentioning

confidence: 99%

Understanding propensity to initiate negotiations

Volkema

Fleck²

2012

International Journal of Conflict Management

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Purpose -This paper seeks to introduce a model of the initiation process in negotiations, and to describe a study of the effects of culture and personality on propensity to initiate and assertiveness in negotiations. Design/methodology/approach -Using a survey research approach and hierarchical regression analyses, initiation propensity and assertiveness were regressed against two country cultures diverse with respect to perceived appropriateness of initiation (Brazil and the USA) and four measures of personality (self-efficacy, locus of control, risk propensity, Machiavellianism). Findings -Regression analyses found three personality factors (risk propensity, self-efficacy, Machiavellianism) to be most significantly associated with initiation propensity/assertiveness, along with an interaction effect involving country culture and risk propensity. Research limitations/implications -Future studies might benefit from a broader, more diverse subject pool (beyond the two countries studied). This would allow for separate analyses of cultural dimensions, rather than treating culture as a composite measure. In addition, future research might include measures of actual initiation behavior. Practical implications -Initiation is a manageable process. Self-efficacy, for example, can be improved by observing others skilled in the initiation process, and through practicing initiation under more favorable conditions. Furthermore, an individual can follow a graduated approach to gain initiation confidence, beginning with simply engaging (without asking) and progressing to asking and optimizing. Originality/value -This paper offers a model for understanding the dynamics of the initiation process in negotiations, which generally has been overlooked by negotiation researchers. The study examines two sets of factors that can influence initiation behavior that have not been investigated in total -culture and personality.

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“…Recently, a few empirical findings concluded that Machiavellianism is a strong predictor of incivility (Furtner, Maran, & Rauthmann, 2017), poor job performance (Blickle, Schütte, & Genau, 2018), counterproductive work behaviors (Cohen, 2018), and workplace bullying (Pilch & Turska, 2015). It has already been tested as a moderator between various organizationally desired relationships in different settings (Reimers & Barbuto, 2002;Wei & Chen, 2012;Zagenczyk et al, 2013). Machs, being self-promoting in nature, disregard any contribution from either an individual, group, or organization.…”

Section: A Machiavellian As Moderator Between Hpwps and Popmentioning

confidence: 99%

The Missing Link Between High Performance Work Practices and Perceived Organizational Politics

Riaz

Batool²,

Saad

2019

Rev. adm. empres.

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A vast majority of research characterizes organizational politics as an aversive phenomenon and thus recommends exploring the factors that minimize its intensity. This study primarily endeavored to examine the role of high performance work practices (HPWPs) in controlling organizational politics. The moderating influence of Machiavellian personalities on HPWPs- politics was also evaluated. Through a questionnaire survey, 243 responses were obtained from engineers working in a local industrial area of capital city of Pakistan. The results showed an inverse relationship between HPWPs and perceived organizational politics (POP), and the moderating role of Machiavellianism was substantiated. Practical implications are presented based on the study results.

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A Framework Exploring the Effects of the Machiavellian Disposition on the Relationship Between Motivation and Influence Tactics

Cited by 17 publications

References 45 publications

Theory of Mind and Empathic Explanations of Machiavellianism

Theory of Mind and Empathic Explanations of Machiavellianism

Understanding propensity to initiate negotiations

The Missing Link Between High Performance Work Practices and Perceived Organizational Politics

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